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	<title>
	Comments on: Are your chairman and CEO the same person?	</title>
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	<link>https://berkonomics.com/?p=3952&#038;utm_source=rss&#038;utm_medium=rss&#038;utm_campaign=are-your-chairman-and-ceo-the-same-person</link>
	<description>Dave Berkus&#039; business insights</description>
	<lastBuildDate>Wed, 11 Sep 2019 00:12:52 +0000</lastBuildDate>
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	<item>
		<title>
		By: Arthur Lipper		</title>
		<link>https://berkonomics.com/?p=3952&#038;cpage=1#comment-132229</link>

		<dc:creator><![CDATA[Arthur Lipper]]></dc:creator>
		<pubDate>Wed, 11 Sep 2019 00:12:52 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=3952#comment-132229</guid>

					<description><![CDATA[An active and responsible Board represents the owners of the company for which the CEO is hired to manage, subject to Board direction and approval. 
Unless the Board is in control of the company and CEO the investors will be captives of a personality and character who may or may not perform as the investors wish.
I also believe that investors would benefit from more active involvement of members of the Board of Directors if they were not absolutely protected by Directors and Officers insurance for decisions made. Directors should be well compensated for their efforts and acceptance of personal liability.]]></description>
			<content:encoded><![CDATA[<p>An active and responsible Board represents the owners of the company for which the CEO is hired to manage, subject to Board direction and approval.<br />
Unless the Board is in control of the company and CEO the investors will be captives of a personality and character who may or may not perform as the investors wish.<br />
I also believe that investors would benefit from more active involvement of members of the Board of Directors if they were not absolutely protected by Directors and Officers insurance for decisions made. Directors should be well compensated for their efforts and acceptance of personal liability.</p>
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		<title>
		By: Ray Chan		</title>
		<link>https://berkonomics.com/?p=3952&#038;cpage=1#comment-132227</link>

		<dc:creator><![CDATA[Ray Chan]]></dc:creator>
		<pubDate>Tue, 10 Sep 2019 23:16:01 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=3952#comment-132227</guid>

					<description><![CDATA[Dave
It is a great post, I concur completely.]]></description>
			<content:encoded><![CDATA[<p>Dave<br />
It is a great post, I concur completely.</p>
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		<title>
		By: Michael O'Daniel		</title>
		<link>https://berkonomics.com/?p=3952&#038;cpage=1#comment-132224</link>

		<dc:creator><![CDATA[Michael O'Daniel]]></dc:creator>
		<pubDate>Tue, 10 Sep 2019 19:51:04 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=3952#comment-132224</guid>

					<description><![CDATA[I believe decision-making is the function of the CEO, in consultation with and/or with the approval of the Board. There can be a written understanding of which decisions require board approval -- key hires/fires, expenditures above a certain $$ level -- and which do not. Making decisions by committee is a recipe for disaster. I&#039;ve seen situations where the loudest voice in the room (whose % of ownership could be far less than other board members) prevails, to the ultimate detriment of the company. 

As to the CEO being a board member, of course that person should be. If the board is considering replacing the CEO, then the CEO must be recused from discussions re: continued employment. Obviously he or she should be given an opportunity to make his or her case, but the final decision would be the board&#039;s.

Certainly open to other points of view on this matter...

And BTW the Chairman / CEO question is just as critical in the nonprofit world as in the private sector. A Chairman / CEO with his or her handpicked board can also be a recipe for disaster.]]></description>
			<content:encoded><![CDATA[<p>I believe decision-making is the function of the CEO, in consultation with and/or with the approval of the Board. There can be a written understanding of which decisions require board approval &#8212; key hires/fires, expenditures above a certain $$ level &#8212; and which do not. Making decisions by committee is a recipe for disaster. I&#8217;ve seen situations where the loudest voice in the room (whose % of ownership could be far less than other board members) prevails, to the ultimate detriment of the company. </p>
<p>As to the CEO being a board member, of course that person should be. If the board is considering replacing the CEO, then the CEO must be recused from discussions re: continued employment. Obviously he or she should be given an opportunity to make his or her case, but the final decision would be the board&#8217;s.</p>
<p>Certainly open to other points of view on this matter&#8230;</p>
<p>And BTW the Chairman / CEO question is just as critical in the nonprofit world as in the private sector. A Chairman / CEO with his or her handpicked board can also be a recipe for disaster.</p>
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		<title>
		By: Dave Berkus		</title>
		<link>https://berkonomics.com/?p=3952&#038;cpage=1#comment-132217</link>

		<dc:creator><![CDATA[Dave Berkus]]></dc:creator>
		<pubDate>Tue, 10 Sep 2019 17:36:43 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=3952#comment-132217</guid>

					<description><![CDATA[In reply to &lt;a href=&quot;https://berkonomics.com/?p=3952&#038;cpage=1#comment-132216&quot;&gt;Ronald Soloman&lt;/a&gt;.

Ron,

Thanks for this. True of many companies and all companies after the founder-CEO has left for any reason.  My bias toward the early stage came out in this post, where the founder is CEO.  Your comment restores balance to this conversation.

Dave]]></description>
			<content:encoded><![CDATA[<p>In reply to <a href="https://berkonomics.com/?p=3952&#038;cpage=1#comment-132216">Ronald Soloman</a>.</p>
<p>Ron,</p>
<p>Thanks for this. True of many companies and all companies after the founder-CEO has left for any reason.  My bias toward the early stage came out in this post, where the founder is CEO.  Your comment restores balance to this conversation.</p>
<p>Dave</p>
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		<title>
		By: Ronald Soloman		</title>
		<link>https://berkonomics.com/?p=3952&#038;cpage=1#comment-132216</link>

		<dc:creator><![CDATA[Ronald Soloman]]></dc:creator>
		<pubDate>Tue, 10 Sep 2019 17:35:35 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=3952#comment-132216</guid>

					<description><![CDATA[No, the chairman heads the board of directors. The board of directors chooses the CEO.]]></description>
			<content:encoded><![CDATA[<p>No, the chairman heads the board of directors. The board of directors chooses the CEO.</p>
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		<title>
		By: Arthur Lipper		</title>
		<link>https://berkonomics.com/?p=3952&#038;cpage=1#comment-132215</link>

		<dc:creator><![CDATA[Arthur Lipper]]></dc:creator>
		<pubDate>Tue, 10 Sep 2019 17:33:30 +0000</pubDate>
		<guid isPermaLink="false">https://berkonomics.com/?p=3952#comment-132215</guid>

					<description><![CDATA[The more basic question is “Should the CEO be a member of the company’s Board of Directors?” 

One of the primary functions of a Board of Directors is to determine the efficacy of the CEO and to 
take remedial steps if the board believes warranted. 

The presence of one being judged is an impediment to the effective judging of the individual.

The role of the CEO is to implement the decisions of the Board of Directors as to the company’s mission, policies 
and practices.The CEO is hired manage the business, not to decide the objectives or policies of the business.

The Board should call upon the CEO and others for information and advice, but not decision making. 

Decision making is the function of the elected representatives of the owners of the business.

This is why in in closely held, privately-owned companies, it is more appropriate for there to be a Board of Advisors 
assisting the CEO rather than a Board of Directors monitoring and supervising the CEO.]]></description>
			<content:encoded><![CDATA[<p>The more basic question is “Should the CEO be a member of the company’s Board of Directors?” </p>
<p>One of the primary functions of a Board of Directors is to determine the efficacy of the CEO and to<br />
take remedial steps if the board believes warranted. </p>
<p>The presence of one being judged is an impediment to the effective judging of the individual.</p>
<p>The role of the CEO is to implement the decisions of the Board of Directors as to the company’s mission, policies<br />
and practices.The CEO is hired manage the business, not to decide the objectives or policies of the business.</p>
<p>The Board should call upon the CEO and others for information and advice, but not decision making. </p>
<p>Decision making is the function of the elected representatives of the owners of the business.</p>
<p>This is why in in closely held, privately-owned companies, it is more appropriate for there to be a Board of Advisors<br />
assisting the CEO rather than a Board of Directors monitoring and supervising the CEO.</p>
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